Acute Resource Divergence
What does this mean?
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
The Path Forward
The Realignment
Forces immediate balancing of administrative bloat against actual programmatic output. It demands that every dollar extracted for overhead be justified by community impact.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 25.6% | 36 | Critical Intervention Needed | Gov Risk | |
| 2023 | Hidden | Hidden | 38.2% | 36 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 21.3% | 47 | Fragile | Gov Risk | |
| 2021 | — | — | 21.1% | 47 | Fragile | Recovery | |
| 2020 | — | — | 25.8% | 42 | Governance-Stressed | Recovery | |
| 2019 | — | — | 21.7% | 41 | Fragile | Gov Risk | |
| 2018 | — | — | 20.1% | 41 | Fragile | Recovery | |
| 2017 | — | — | 19.6% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 22.7% | 35 | Fragile | Gov Risk | |
| 2015 | — | — | 21.7% | 35 | Fragile | Gov Risk | |
| 2014 | — | — | 25.2% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 15.8% | 37 | Financially Distressed | Recovery | |
| 2012 | — | — | 23.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 19.4% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robyn Lana | Artistic Director | 16.6% of Rev | ||
| Heather Vest - Started 1024 | Executive Director | 9.0% of Rev | ||
| Eric Oliver | Board Member | — | ||
| Marc Katz | Board President | — | ||
| Tim Lana | Secretary | — | ||
| Geneva Woode | Board Member | — | ||
| William Caldwell | Board Member | — | ||
| David Sherrard | Board President | — | ||
| Lauren Morris - Exited 1024 | Treasurer | — | ||
| Mollie Cappel | Board Member | — | ||
| Ryan Fisher - Started 1024 | Board Member | — | ||
| Jennifer Allred- Exited 0625 | Ex-Officio - Parent Liason | — | ||
| Claire Miller - Started 1124 | Board Member | — | ||
| Stephanie Nash - Started 1124 | Board Member | — | ||
| Kimberly Lazzeri | Board Member | — | ||
| Steve Casperson - Started 0525 | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robyn Lana | Artistic Director | 12.5% of Rev | ||
| Lauren Hess | Executive Director | 6.9% of Rev | ||
| Eric Oliver | Board Member | — | ||
| Connie Graham | Board Member | — | ||
| Cheryl McElroy | Board Member | — | ||
| Marc Katz | Board President | — | ||
| Michael Spresser | Board President | — | ||
| Tim Lana | Treasurer | — | ||
| Cheryl Gruenberg | Board Member | — | ||
| Geneva Woode | Board Member | — | ||
| William Caldwell | Board Member | — | ||
| Rebekah Mabalot | Secretary | — | ||
| Lauren Morris | Treasurer | — | ||
| David Sherrard | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 15 points above the peer median (45 vs. 30).
5-year trend: Acute Resource Divergence
Revenue is contracting significantly, but executive compensation percentage is rising. The organization is refusing to adjust its administrative overhead to match its new economic reality.
What's driving this score
- Comp-to-revenue ratio of 25.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.